Douglas Leone Quotes

We built that into a wholesale business that became, really, one of the largest companies in the United States. We had success in building new markets, opening markets for competition, and that takes a personal toll.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

I say at our management conferences that the amount Wal-Mart grows in just one year is the equivalent of Costco's size.

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

Well, we are expanding in all of our segments of the market.

You don't know this when you're young, but over time, you see that great companies are usually built at a special point in time.

Great companies are built on great products.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

In general, great companies prefer to grow 'organically,' as Wall Street likes to say. That is, from the inside out, by finding new markets or by taking market share from their competitors.

The good news about building a company during times like this is that the companies that do succeed are going to be extremely strong and resilient.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

Focusing on the long term and building a great product that is scalable ultimately leads to a great company.

From my point of view, my job is just to work hard for our franchisees, so they can maintain the position they're in, and to grow market share.

I don't know what would have happened to Wal-Mart if we had laid low and never stirred up the competition. My guess is that we would have remained a strictly regional operator.

I believe Business Objects is on the cusp of becoming a multi-billion-dollar sales company. There is tremendous growth potential for business intelligence.

In the U.S., we didn't have scale, and without scale, it's difficult to operate.

You need to make certain decisions to expand your market.

We want to make as big a market as we can with our current product.

I will continue to focus on global strategy and to do everything I can to help Yahoo! realize its full potential and enhance its leading culture of technology and product excellence and innovation.

It is important to exhaust the potential of existing markets. But it is equally important to open up new markets.

Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in the company.

We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.